Fresh off her 2024 Australian Mortgage Awards (AMA) win as “Best Aggregator BDM of the Year,” Sydney-based business development manager Natalie Viney isn’t slowing down anytime soon.
After making her mark at Connective, Viney took that momentum and upped the ante when she moved to non-bank lender Bridgit in March. Since then she has continued to redefine what it means to support brokers in a competitive, relationship-driven industry.
Known for her proactive approach, creative thinking and commitment to helping others succeed, Viney sat down with Australian Broker to share the secrets behind her success, the value of mentorship and the strategies that set her apart as one of the most trusted BDMs in the business, ahead of this year's AMAs.
The interview has been edited for grammar and clarity.
AB: What's the secret to your success? Why do you think you won?
Viney: I have a genuine passion for helping people succeed, and that drives everything I do. I encourage the brokers in my portfolio to step outside their comfort zones and explore new opportunities for growth.
AB: You've changed shops since the start of the year. But how did the industry as a whole support you as a BDM throughout the year?
Viney: I've been fortunate to work for a company that genuinely supported my creativity and gave me the freedom to bring new ideas to life, particularly when it came to engaging more meaningfully with brokers. That trust empowered me to try new approaches to deliver value.
I also have a strong support network that has played a big role in my growth. [Rate Money's] Mark Moenting and [Connective's] Louise Mills have been incredible mentors for me particularly over the past 12 months. Their guidance, encouragement and willingness to listen to my ideas have been instrumental in helping me find the confidence to deliver exceptional service in my role.
AB: What can competitors learn from you?
Viney: Don't be afraid to think outside the box. In such a competitive and relationship-driven industry, standing out often means finding creative, personalized ways to support brokers and add value beyond just product knowledge. Whether it’s through tailored onboarding programs, unique networking opportunities or proactive support strategies, being willing to do things differently can lead to stronger broker relationships and long-term success.
AB: What are some of your best practices as a sales manager? What are you doing as a BDM that others are not doing?
Viney: Brokers value responsiveness and expertise from their BDMs — and I make it a priority to deliver both. Even if I don’t have the answer immediately, I take ownership of the query and ensure I either find the solution or connect them with the right people promptly. Reliability and follow-through build trust. And that’s something I take seriously.
I'm also proactive in identifying areas where brokers may need additional support. For instance, I’ve recognised a gap in the support available to younger brokers and have developed targeted initiatives to help them build confidence and grow in their careers.
AB: What kind of advice would you have for BDMs who are hoping to be recognized in the year ahead?
Viney: First and foremost, put yourself out there. One of my key goals for 2024 was to challenge myself and invest in building my personal brand. Just as importantly, stay authentic. The most meaningful impact comes when your work reflects who you truly are. When your initiatives align with your values and strengths, they naturally resonate with others — far more than trying to fit a mold or be someone you’re not.
AB: What are some of your best practices for working with brokers? And lenders?
Viney: When it comes to best practice areas to support brokers, my focus is on two core pillars: process and people.Brokers often come to me for guidance around structuring their operations, and I always emphasize that strong processes are the foundation of exceptional customer service. However, these processes shouldn’t be static. They need to evolve as the business grows to remain effective and efficient. Regularly reviewing and refining workflows ensures brokers can scale sustainably while maintaining a high level of service.
Equally important is investing in people. In 2025, attracting and retaining quality staff is more challenging than ever. So it’s crucial that brokers actively engage their teams, sharing company goals and values, and creating a culture where staff feel connected and empowered to contribute to the business’s success.
From a BDM perspective, maintaining strong relationships with lender BDMs is just as important as supporting brokers. Having those connections ensures I can help resolve issues quickly, find tailored solutions and ultimately deliver better outcomes for everyone involved. Some of the lender BDMs have become some of my closest confidants.
AB: What other trends are you seeing in the market at the moment?
Viney: One of the trends I'm seeing in the market right now is a growing appetite among brokers to diversify their service offerings. Many are actively upskilling into areas like commercial and asset finance to broaden their value proposition and better meet the evolving needs of their clients. I am also seeing a noticeable increase in interest from brokers looking to purchase loan books as a way to scale quickly.
